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  • Formāts: 246 pages
  • Izdošanas datums: 27-Mar-2022
  • Izdevniecība: Routledge
  • ISBN-13: 9781000549102

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This book offers an in-depth look at developing effectiveness in the public sector and how to achieve the best possible outcomes for people rather than just good or efficient outputs.

 



This book offers an in-depth look at developing effectiveness in the public sector and how to achieve the best possible outcomes for people rather than just good or efficient outputs.

In 15 comprehensive chapters, the authors present structured ideas and practical approaches for achieving a more effective public sector. The book sets out a framework for visualising success in complex situations with multiple stakeholders. Topics include how you stimulate change and influence people to adopt changes, how you manage politics, set targets and standards, and measure them, and how you create a culture of high performance with a focus on getting the right things done. Effectiveness does not arise from excellence in one area alone and the book weaves together ideas on leadership, managing expectations, and keeping focus on the longer term.

Creating an Effective Public Sector

will be of interest to decision makers in the public sector, project managers working on central and local government projects, and senior civil servants. It will also be invaluable for advanced undergraduate and post-graduate students studying in the fields of government, project management, and public-sector management.

List of illustrations
xi
Preface xiii
Acknowledgements xv
Introduction 1(4)
Part 1 Creating the environment for change
5(68)
1 What are the challenges?
7(9)
Why is effectiveness so important?
7(2)
The relationship between efficiency and effectiveness
9(2)
Clarifying the pressures
11(1)
What is a successful outcome?
12(3)
References
15(1)
2 Leadership and creating a culture of effectiveness
16(23)
What is leadership?
16(1)
The changing role of leaders
17(2)
Creating the vision
19(2)
Bringing people with you
21(2)
Creating energy
23(2)
Forgetting the ego
25(1)
Being the exemplar
26(2)
Be aware of your impact
28(1)
Supporting people and trusting them
28(2)
Avoiding silos
30(3)
Shaping the culture
33(3)
Creating capacity and diversity
36(2)
References
38(1)
3 The skills of leadership
39(15)
Dealing with uncertainty and managing risks
39(3)
Exercising judgement
42(2)
Managing relationships and handling conflict
44(3)
Creating resilience and managing pressure
47(3)
Setting direction and standards
50(3)
References
53(1)
4 Changing the thinking
54(19)
Establishing the what's it for? And keeping that in mind
54(4)
Thinking about the whole
58(1)
Communication and influence
59(3)
Managing change
62(5)
What is effective thinking?
67(4)
References
71(2)
Part 2 Approaches for making it happen
73(134)
5 Creating supportive structures
75(10)
Simplicity and complexity
75(2)
Centralising or not
77(4)
Building partnerships
81(2)
Processes that work against effectiveness
83(1)
References
84(1)
6 Effectiveness and planning for change
85(9)
What do we mean by planning?
86(1)
What kind of change are you planning?
87(2)
Delivery and outcomes
89(1)
Evolution of change
90(3)
References
93(1)
7 Stakeholders and change
94(13)
Stakeholder analysis
94(1)
Force field analysis
95(1)
Stakeholder matrix analysis
96(5)
Resistance to change
101(2)
Apprehension or fear
101(1)
Self interest
102(1)
Perception of change
103(1)
Principle
103(1)
Stakeholder journeys
104(1)
Stakeholder engagement as a process
105(1)
References
106(1)
8 Capacity and capability for change
107(11)
Creating capacity
107(1)
Knowing what you need
108(1)
Identifying opportunities to create capacity
109(4)
Creating capability
113(4)
References
117(1)
9 Theory of Change tools
118(12)
A process approach
119(2)
Uses of Theory of Change
121(3)
Planning
121(3)
Management
124(1)
Evaluation
124(1)
First and second steps
125(1)
Third step
125(1)
Fourth step
126(1)
Fifth step
126(1)
Theory of Change case study
127(2)
References
129(1)
10 Measuring performance: the performance framework
130(14)
Definitions
130(1)
The performance framework
131(3)
Establish position
132(1)
Communicate direction
132(1)
Influence behaviour
133(1)
Stimulate action
133(1)
Facilitate learning
134(1)
Perspectives in the performance framework
134(1)
Measurement perspective
135(2)
Establish position
135(1)
Communicate direction
136(1)
Influence behaviour
136(1)
Stimulate action
137(1)
Facilitate learning
137(1)
Management and leadership perspective
137(5)
Establish position
138(1)
Communicate direction
138(1)
Influence behaviour
139(2)
Stimulate action
141(1)
Facilitate learning
141(1)
The pitfalls
142(1)
Establish position
142(1)
Communicate direction
142(1)
Influence behaviour
142(1)
Stimulate action
143(1)
Facilitate learning
143(1)
References
143(1)
11 Linking measurement to strategy
144(13)
The performance management cycle
147(1)
The performance prism
148(1)
Success mapping
149(3)
Creating a balance
152(4)
References
156(1)
12 How to measure performance
157(11)
Is a measurement going to achieve what you want?
157(3)
Are there unintended consequences?
158(1)
Can you measure in a consistent way?
158(1)
Can you establish cause and effect?
159(1)
Can you create a useful measure without making it too complex?
160(1)
Who will be responsible?
160(1)
How often do you need to measure?
160(1)
The performance measure record sheet
160(4)
How to set targets
164(2)
Some common problems
166(1)
References
167(1)
13 Reviewing performance
168(19)
Creating interest
168(1)
The performance planning value chain
169(2)
Anticipating problems
171(1)
Learning from actions
171(1)
How to look at data
172(5)
Models and the use of models
177(2)
Asking questions
179(1)
What makes a performance measurement system successful?
180(2)
Rewarding performance
182(3)
Encouraging people to take risks
185(1)
References
186(1)
14 Governance
187(20)
Background to governance of change and projects
188(1)
Phases of change
188(2)
Types of project
190(1)
Governance focus
191(5)
Planning -- from concept to business case approval
191(2)
Change execution -- from approval to operation
193(1)
Operate
193(3)
A word about evaluating success
196(1)
Governance of business as usual
197(3)
Public sector example
200(2)
Superintendent level responsibilities and focus
202(1)
Chief Inspector level responsibilities and focus
202(1)
Inspector-level responsibilities and focus
203(1)
Sergeants level responsibilities and focus
203(1)
Constable-level responsibilities and focus
203(1)
Freedom vs chaos
203(3)
References
206(1)
Part 3 Bringing it all together
207
15 Four pillars of effectiveness
209(19)
Pillar One Infrastructure
210(3)
Pillar Two Culture
213(4)
Pillar Three Innovation and Risk
217(5)
Types of innovation
217(2)
Innovation and risk
219(1)
Whose risk is it anyway?
220(2)
Conclusion
222(1)
Pillar Four Right Tools Used in the Right Way
222(4)
Change tools
223(2)
Performance tools
225(1)
The Foundation: Changing the thinking
226(2)
16 Reflections
228
Culture and associated systems and processes hold people back
228(1)
Training and professional development is essential
229(1)
Willingness to take advice and trust and respect others
229(1)
Policy makers and those who implement policy must work well together
229(1)
Decentralise where you can and allow people to get on with it
230(1)
Remove structures and processes that force short-term thinking and action
230(1)
Encourage cross-departmental and cross-sector working
230
Mike Bourne is Professor of Business Performance at Cranfield University where he is Director of the Centre for Business Performance. He chairs the Performance Measurement Association and is Director of the Infrastructure and Project Authoritys (Cabinet Office and Treasury) Performance Leadership Programme (PLP) that has engaged more than 1,200 senior public servants. He is a lead on the subject of governance for Project X (the collaboration between academia and government, working towards better project delivery). He has a PhD from the University of Cambridge and speaks internationally on the theme of organisational performance.

Pippa Bourne is a Visiting Fellow at Cranfield School of Management and Director of Bourne Performance, a consultancy helping organisations to achieve higher levels of performance. Her particular interest is the relationship between the culture of the organisation and its performance. She has many years of practical experience working in Higher Education and professional organisations managing the relationships between different groups of people to create effective organisations. Most recently, she has been involved in research with a group of universities interviewing those involved in major government projects in the US and the UK. She has an MBA and has completed a certificate in Coaching at the University of Cambridges Institute for Continuing Education.